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// 敏捷实践指南
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1. 王鑫 ACBDC  BBACC
2. 卢维荣 ACBDB CBACC
3. 黄雅君 ACBDC BBACC
4. 汪关心 ACBDD BBADC
5. 李莹 ACBDC BBACC
6. 温炳辉 ACBDC BBACC
7. 谢成寿 ACBDA BBACC
8. 陈永发 ACBBA BBACC
9. 袁天赐 ACDDA BBACC
10. 莫德坚 ACBDD BBACC
11. 刘思婷 ACBDD CBACC
12. 黄建珩 acbbc bbacc
13. 洪俊鑫 CCBDC BBAAC
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// 敏捷实践指南
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1、在六次迭代之后，项目范围和进度发生了重大变化。其原因在于客户的定期审查的技术法规和安全政策。项目经理希望为下一次迭代提出一种新的方法以避免可能的延迟。项目经理首先应该做什么？
After six iterations, significant variations have occurred to project scope and schedule. These are due to the customer's technology regulations and security policies, which are regularly reviewed. The project manager wants to suggest a new approach to the next iteration to avoid possible delays. What should the project manager do first?

A： 对每个改进项目的重要性进行排序，然后实施上次回顾中确定的行动。
Rank the importance of each improvement item, then implement actions identified during the last retrospective.

B： 进行成本效益分析，以帮助预测下一阶段通过使用新技术可能实现的利润。
Engage in a cost-benefit analysis that can help predict the profits that could be realized through the use of new technology for the next phase.

C： 研究在类似项目中取得成功的新技术趋势和管理工具。
Research new technology trends and management tools that have been successful on similar projects.

D： 使用待办事项列表的细化会议，并将客户的变更请求包括在讨论中。
Use a backlog refinement meeting and include the customer's change requests in the discussion.


|*|*|正确答案：A 

解析：知识点出处：||-||敏捷实践指南 页码：P51 章节：5.2.1 回顾 来自团队的一位促进者引导团队通过一个活动对所有改进事项的重要性进行排序。完成对改进事项的排序后，团队为下一次迭代选择合适的数量。

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2、 一家沉浸于传统瀑布式项目管理中的PMO聘请了你，作为敏捷实践者，来指导组织向敏捷的转变。在完成对组织文化的初步评估之后，你已经意识到许多相关方都抵制变更。你的最佳行动方案是什么？
A PMO steeped in traditional waterfall project management has hired you, as an agile practitioner, to guide the organization's transformation to agile. After completing an initial assessment of the organizational culture, you have realized that many of the stakeholders are resistant to the change. What is your best course of action?

A： 提供培训来确保员工更加专业化
Provide training to ensure the employees are more highly specialized

B： 同时将所有项目向敏捷过渡
Transition all projects to agile at the same time

C： 寻求愿意支持这一事业的高层高管
Seek a high-level executive willing to champion the cause

D： 确保工作分解成孤岛
Ensure the work is decomposed into silos


|*|*|正确答案：C 

解析：知识点出处：||-||敏捷实践指南 页码：P73 章节：6.1.2 变革就绪情况: · 管理层的变革意愿； · 组织在员工认知、审核和评估方式上做出改变的意愿； · 集中或分散项目、项目集和项目组合管理职能； · 专注于短期预算和指标而不是长期目标；以及 · 人才管理成熟度和能力。 管理层的变更意愿，是组织是否变革就绪的重要前提。

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3、敏捷团队正试图确定理想的迭代长度。团队成员对此进行了长时间的激烈争论，但没有人愿意妥协。scrum master被召来帮助解决冲突。对于scrum master来说，最好的行动方案是什么？
An agile team is trying to determine the ideal iteration length. The team members are having a long and intense argument about it, but no one is willing to compromise. The scrum master is called in to help resolve the conflict. What is the best course of action for a scrum master?

A： 避免参与过程并让团队达成共识
Avoid being involved in the process and let the team work out toward a consensus

B： 建议评估每个建议的迭代长度的优缺点
Recommend evaluating the pros and cons of each one of the suggested iteration lengths

C： 如果团队无法达成协议，以纪律处分威胁他们
Threaten the team with disciplinary actions if they are unable to come to an agreement

D： 在关系受损之前为团队做决定，从而打破僵局
Break the impasse by making the decision for the team before relationships are damaged


|*|*|正确答案：B 

解析：知识点出处：||-||敏捷实践指南 页码：P34 章节：4.2.1 仆人式领导的职责：仆人式领导通过管理关系，在团队内和组织中建立沟通与协作。这些关系可以帮助领导在组织中得心应手地为团队提供支持。 仆人式领导促进协作沟通，ACD都是在避免、强迫团队。

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4、为了使新确定的相关方尽早参与项目，scrum master建议邀请他们参加即将举行的冲刺审查会议，以向相关方证明团队正在朝着正确的方向发展，并从相关方那里获得有关团队工作完成情况的反馈。以下哪个是邀请相关方参加本次会议的另一个原因？
To engage the newly identified stakeholders in the project at the earliest opportunity, the scrum master suggests inviting them to the upcoming sprint review meeting to demonstrate to the stakeholders that the team is moving in the right direction and get feedback from the stakeholders about what the team has accomplished. Which of the following is another reason for inviting the stakeholders to this meeting?

A： 反思团队绩效
To reflect on the team performance

B： 为下次冲刺确定高风险用户故事的优先级
To prioritize high-risk user stories for the next sprint

C： 重新确定发布待办事项列表优先级
To reprioritize the release backlog

D： 讨论下次冲刺的高级别计划
To discuss the high-level plans for the next sprint


|*|*|正确答案：D 

解析：知识点出处：||-||敏捷实践指南 页码：P55 章节：5.2.5 展示/评审：当团队以用户故事的形式完成特定功能时，团队会定期展示工作产品。看过展示后，产品负责人接受或拒绝故事。 冲刺评审会议的结果是一份修订的产品待办列表，确定很可能进入下个冲刺的产品代办列表。

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5、新项目中的所有团队成员都希望通过尽快交付价值来获得客户的信任。项目经理了解到一个资源已经在其他项目中与发起人一起工作。某资源似乎在使用个人影响力，从而与项目发起人合作以增加项目的利益实现。在项目的哪个阶段，项目经理应该解决这个问题以优化成本效益？
All team members on a new project want to gain the customer's trust by delivering value as quickly as possible. The project manager learns that one resource has worked with the sponsor on other projects. The resource seems to be using personal influence, working with a project sponsor to increase the project's benefits realization. At which stage in the project should the project manager address this concern to optimize cost effectiveness?

A： 在团队的执行阶段开始时
At the start of the team's performing stage

B： 紧接在第一次效益实现后
Immediately after the first benefit realization

C： 在下次回顾仪式期间
During the next retrospective ceremony

D： 在下一次资源绩效审查期间
During the next resource performance review


|*|*|正确答案：C 

解析：知识点出处：||-||敏捷实践指南 页码：P50 章节：5.2.1 回顾总结会：回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。

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6、由设计师、程序员和测试人员组成的项目团队使用看板面板来管理他们的工作流程。在监督项目进度计划时，项目经理审查看板，并注意到由WIP限制引起的测试栏瓶颈。结果，一些程序员被闲置，团队的速度变慢，并且进度基准处于危险之中。对项目经理来说，最好的行动方案是什么？
A project team comprised of designers, programmers, and testers uses a Kanban board to manage their workflow. While monitoring the project schedule, the project manager reviews the board and notices a bottleneck at the testing column caused by the WIP limit. As a result, some of the programmers are idled, the team's velocity is slowed, and the schedule baseline is at risk. What is the best course of action for the project manager?

A： 从看板面板删除所有WIP限制
Remove all of the WIP limits from the Kanban board

B： 询问是否有空闲程序员可以帮忙测试
Ask if any of the idled programmers can help with testing

C： 降低看板面板上的测试WIP限额
Lower the testing column WIP limit on the Kanban board

D： 提交变更请求以更新进度基准
Submit a change request to update the schedule baseline


|*|*|正确答案：B 

解析：知识点出处：||-||敏捷实践指南 页码：P103 章节：A3.4 看板方法:通过限制在制品将可以提高工作效率和质量。 使用通才型专家，协助打破测试瓶颈。

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7、作为制定进度计划过程的一部分，项目经理使用甘特图创建项目进度计划。三个Scrum团队将开发项目的可交付成果。由于依赖关系，团队将需要通过每周两次的延长的站会来协调他们的工作。项目经理接下来应该做什么？
As part of the Develop Schedule process, the project manager creates the project schedule using a Gantt chart. Three Scrum teams will develop the project deliverables. Due to dependencies, the teams will be required to coordinate their work twice a week using extended standup meetings. What should the project manager do next?

A： 提交将甘特图表切换到燃尽图表的变更请求
Submit a change request to switch the Gantt chart to burndown chart

B： 在项目进度计划中包含Scrum of Scrums（SoS）会议
Include Scrum of Scrums (SoS) meetings in the project schedule

C： 使进度赶工以消除团队之间的依赖关系
Crash the schedule to eliminate the dependencies between the teams

D： 在项目进度计划中反映团队的实际速度
Reflect the actual velocity of the teams in the project schedule


|*|*|正确答案：B 

解析：知识点出处：||-||敏捷实践指南 页码：P111 章节：A3.10 Scrum of Scrums：是由多个 Scrum 团队而不是一个大型 Scrum 团队所使用的一种技术，每个团队包含三到九名成员来协调其工作。每个团队的代表会与其他团队代表定期召开会议，每日例会，或是一周两次或三次。其目标是确保团队协调工作并清除障碍，以优化所有团队的效率。 有依赖关系的Scrum团队，需要开SoS会议来优化效率。

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8、 由于三天前出现的问题没有得到解决，所以冲刺中计划好的任务未能完成。项目经理希望在未来防止这种情况的发生。项目经理应该做什么？
A planned task in a sprint does not get completed due to an issue that appeared three days ago but did not get resolved. The Project Manager wants to prevent this type of situation in the future. What should the Project Manager do?

A： 在回顾期间检查问题
During the retrospective, examine the issue

B： 在演示中解决这个问题
In the demo, address the issue

C： 在下一次迭代规划会议期间讨论这个问题
During the next iteration planning meeting, discuss the issue

D： 在接下来的每日站会上，审查该问题
In the next daily standup meeting, review the issue


|*|*|正确答案：A 

解析：知识点出处：||-||敏捷实践指南 页码：P50 章节：5.2.1 回顾总结会：回顾是最重要的一个实践，原因是它能让团队学习、改进和调整其过程。 回顾总结会的主要目的是总结经验教训。

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9、你正在领导一个本应使用敏捷方法管理的项目。然而，每周产品负责人都会与项目团队举行一个长达5小时的待办事项列表细化会议，在会上她将项目范围划分为工作包级别。在三次迭代之后，项目团队的速度比预期的要慢。你的最佳行动方案是什么？
You are leading a project that was supposed to be managed using agile methods. Every week, however, the product owner holds a five-hour backlog refinement meeting with the project team where she presents the project scope broken down to the work package level. After three iterations, the project team's velocity is slower than expected. What is your best course of action?

A： 使产品负责人将范围分解到任务级别，并将任务分配给团队成员
Ask the product owner to decompose the scope down to the task level and assign the tasks to the team members

B： 建议产品负责人每周召开两次5小时的待办事项列表细化会议，以进一步明确范围
Advise the product owner to hold two five-hour backlog refinement meetings per week to gain further clarity on the scope

C： 通过每周1小时的待办事项列表细化会议，指导产品负责人介绍总体故事概念
Coach the product owner on presenting the overall story concept with one-hour weekly backlog refinement meetings

D： 与团队成员和产品负责人进行团队建设练习，以改善他们之间的沟通
Hold a team-building exercise with the team members and product owner to improve the communication between them


|*|*|正确答案：C 

解析：知识点出处：||-||敏捷实践指南 页码：41 章节：4.3.2 产品负责人Product Owner： · 创建待办列表并排序 · 确认工作优先顺序 · 提供反馈 · 指导开发方向 指导PO完成他的角色内容。

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10、敏捷项目的第三次迭代正在进行中。相关方对团队到目前为止所取得的进展并不满意。相关方与团队取得联系，并要求团队从现在起告知她他们正在进行的工作的状态。服务领袖应该如何回应？
The third iteration of an agile project is underway. A stakeholder is not happy with the progress the team made so far. The stakeholder approaches the team and requests that from now on the team informs her about the status of their work on an ongoing basis. How should a servant leader respond?

A： 邀请相关方参加每日站会、迭代审查和回顾
Invite the stakeholder to the daily standups, iteration reviews, and retrospectives

B： 向相关方解释敏捷项目不鼓励进度监督
Explain to the stakeholder that agile projects discourage progress monitoring

C： 建议相关方定期审查信息发射源
Suggest that the stakeholder periodically reviews the information radiators

D： 向相关方提供绩效测量基准
Provide the stakeholder with the performance measurement baseline


|*|*|正确答案：C 

解析：知识点出处：||-||敏捷实践指南 页码：P152 章节：术语表 信息发射源它是一种可见的实物展示其向组织内其他成员提供信息在不干扰团队的情况下即时实现知识共享。信息发射源一般包括看板、燃尽图、燃起图、障碍日志等 相关方去看信息发射源也能起到同样作用还不干扰团队。A回顾会不需要。

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